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The role of a global technology company in the growing markets of South Eastern Europe

The role of a global technology company in the growing markets of South Eastern Europe . Industrial Development in the Region Dr. Georg Antesberger, Vorstand der Siemens AG Österreich. Central Eastern Europe evolved into a driving force in growth and value-add. EST. LET. LIT. POL.

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The role of a global technology company in the growing markets of South Eastern Europe

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  1. The role of a global technology company in the growing markets of South Eastern Europe Industrial Development in the RegionDr. Georg Antesberger, Vorstand der Siemens AG Österreich

  2. Central Eastern Europe evolved into a driving force in growth and value-add EST LET LIT POL CRE SRE UNG SLO RUM KRO BOH SCG BUL MAZ ALB EU-member since 2004-05-01 EU-member starting 2007-01-01 EU-membership not yet agreed

  3. Concerning market attractiveness Central Eastern Europe can easily compete with the more glamourous regions of the world Population 2005 GDP 2005 in mio. in bn. EUR 1.500 1.800 1.097 1.500 1.000 1.200 900 691 643 639 613 500 600 187 142 127 300 0 0 RUS IND RUS IND MOE BRA MOE BRA

  4. Central Eastern Europe evolved into a driving force in growth and value-add EST Region Finland LET LIT • Buildup of production capacities - 18 production facilities in 8 countries - 1''3 EUR sales from production - 15.000 employees in production units POL CRE SRE Region CEE UNG SLO RUM KRO • Buildup of SW development ressources - 17 facilities in 8 countries - 4.500 SW developers BOH SCG BUL MAZ ALB Region Greece EU-member since 2004-05-01 EU-member starting 2007-01-01 EU-membership not yet agreed

  5. Siemens CEE – one region, one market, one concept All values corresponding to FY 2006Sources: Eurostat, CIA, Siemens CD S SRE AT SLO RUM KRO BOH SCG BUL EU-member since 2004-05-01 EU-member starting 2007-01-01 EU-membership not yet agreed

  6. Siemens CEE – one region, one market, one concept All values corresponding to FY 2006Sources: Eurostat, CIA, Siemens CD S SRE AT SLO RUM KRO BOH SCG BUL member of Siemens CEE non-members, export markets

  7. Siemens CEE – one region, one market, one concept All values corresponding to FY 2006Sources: Eurostat, CIA, Siemens CD S 65 mio consumers 597“6 bn. EUR GDP SRE AT 3,5% avg. GDP-growth SLO RUM KRO BOH SCG BUL 36“3 bn. EUR market 6,0% market growth rate 36“3 bn. EUR investment from EU-budget (prel. budget 2007-2013) member of Siemens CEE non-members, export markets

  8. Public investment priorities for the region CEE Transportation: transeuropean transport networks, airports and strategies for urban mass transit Environment: waste management, water treatmentand air pollution control Healthcare: hospitals, medical technology, optimization of non-clinical processes Public Administration: border control, tax collection, land register, IT and telecommunication infrastructure Energy: transeuropean networks, power generation, (renewable energies) and energy efficiency

  9. A key factor for the future developmentwill be the lasting supply with ressources and energy Coal will Last the Longest Little Change in Energy Diversity

  10. From the existing ressource constraints rise new opportunities for the region CEE • Coal as a source of primary energy for the whole region (gassification) • LNG- and oil-terminals in the Adriatic and Black Sea • Gas Pipelines and Combined Cycle Power Plants • Production of Bioethanol Gaspipelines Oil, Gas, LNG Coal Nabucco sources: UCTE, Austrian Energy Agency (orig. Enerdata) 7

  11. Energy Efficiency in Power Plants will be a key factor for future investment decisions Brown Coal Steam Turbine Mineral Coal Steam Turbine Combined Cycle 43% 46% 58% Niederaußem965 MW Power Plant NRW600 MW Mainz-Wiesbaden400 MW Development of (electrical) Energy Efficiency 1992: 35 % *) 2002: 43 % Target 2020: >50 % 1992: 43 % 2010: 46 % Target 2020: >53 % 1992: 52 % 2002: 58 % Target 2020: >65 % 7 *) State-of-the-art 1972 (RWE, Niederaußem, 300MW Block – 35,8%); no new constructions until 2002

  12. Combined Cycle Power Plant Wien Donaustadt (AT) s Power Generation

  13. Renovation of the Belgrade city heating network (CS) s Industrial Solutions and Services (reference image)

  14. Power Generation Biomass CHP Plant Wien Simmering (AT) s

  15. E-technology and telecontrol for freshwater pumping station „Ravne Njive“ in Split (HR) s Industrial Solutions and Services 15 17. Dez. 2002 15/11

  16. Our customers participate in the ongoing privatization processes International Direct Investments in SEE(in mio. EUR) Mittal Steel OMV Raiffeisen Mobilkom Austria EVN Source: nationale Notenbanken, BA-CA Konzernvolkswirtschaft

  17. Industrial Solutions and Services Maintenance contract for the production line at VW in Bratislava (SK) s

  18. Refurbishment of blast furnace 5 for Mittal Steel Galati S.A. (RO) s Industrial Solutions and Services

  19. Modernisation of oil-rig Pescarus for S.C. Petrom (RO) s Industrial Solutions and Services

  20. Baia Mare Cluj-Napoca Iasi Tirgu Mures Sibiu 1Timisoara Brasov Bucuresti The development of local ressources and local business runs similarly in all countries • Large scale projects are the starting points for local units to develop sales, engineering and project management competencies. Production and development ressources are established were feasible. B

  21. Baia Mare Cluj-Napoca Iasi Tirgu Mures Sibiu Timisoara Brasov Bucuresti The development of local ressources and local business runs similarly in all countries • Large scale projects are the starting points for local units to develop sales, engineering and project management competencies. Production and development ressources are established were feasible. Regional Companies Branch Offices Software Development Production Sites Romania 2.900 Employees 1.800 in SW-Development 550 in Production 550 in Sales B

  22. Siemens was able to grow massively over the past 10 years All values in Mio EUR 2005: all time high with1,46 bn. EUR order intake in South Eastern Europe order intake • FY FY • 1995 2005

  23. Lessons Learned from a personal perspective 1. Markets are hard to forecast 2. Skilled people are hard to acquire and hard to retain 3. Intercultural Teamwork does not come naturally 4. Rules and Regulations are key to lasting success 5. Success is a team effort

  24. Change holds great opportunities for those who adapt to changing environments Customers & Trends Growing demand for Healthcare Scarcity ofnatural ressources shift of economic gravity Portfolio Structures Processes Skills Transformation and / or renewal of the company Growing demand for Environmental Care Growing Mobility Growing demand for Safety and Security Growing demands towards the public administration

  25. Siemens CEE – more successfull together

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